To:

Council

On: 26 June 2014 ___________________________________________________________________ Report by: Director of Education and Leisure Services ___________________________________________________________________ Heading:

Culture and Leisure Services

___________________________________________________________________ 1.

Summary

1.1.

“Working together to make Renfrewshire a fairer, more inclusive place where all our people, communities and businesses thrive” is the vision for the Renfrewshire Community Plan 2013 – 23. The vision is ambitious for the communities and places of Renfrewshire and the plan acknowledges the opportunity offered by Renfrewshire’s location, history and culture. The Council Plan approved on 19 December 2013 states that the council will work to achieve a step change in economic regeneration by using Paisley and the rest of Renfrewshire’s outstanding architecture and wealth of cultural assets to deliver tourism and visit events led regeneration. The Paisley Heritage Asset Strategy approved by the economy & jobs policy board on 29 January set out an ambitious vision for Paisley. The strategy aims to use Paisley’s rich history and culture to drive tourist led regeneration which will provide a benefit for all of Renfrewshire’s communities. The key ambitions for the strategy are:  A multi million pound revamp of the Paisley Museum to create a nationally recognised Museum of Textiles, Fashion, Costume and Design;  Investigation of potential for new arts and theatre spaces in the town as well as further development of key tourist sites including Paisley Town Hall and the Coats Observatory;  The creation of a Paisley Fashion and Design Centre to enhance the visitor experience and enable employment and entrepreneurial activities.  Work to benchmark Paisley’s industrial heritage against UNESCO World Heritage Listing.  To deliver diverse programme of cultural activity around the existing arts scene and to develop the use of the town centre as a host venue for nationally important events. Page 1 of 13

 To follow in the path of places like Derry- Londonderry, Hull and Dundee which have all successfully pursued heritage led regeneration in recent years through bidding for UK City of Culture. 1.2.

To deliver this ambitious programme for Renfrewshire there is a need for new skills and new approaches. Some of these are already being taken forward including the appointment of tourism expertise, sponsorship, funding and philanthropy capacity, and enhanced marketing and communication skills. The economy and jobs policy board at its meeting on 29 January 2014 agreed that alternative models for delivery of its cultural and heritage assets should be explored. To deliver the ambitious tourism targets envisaged by the Strategy there is a need not only for significant investment in the development of the council’s heritage and cultural assets, there is also a need for a step change in how the cultural assets are managed. This report seeks to outline work that has been undertaken to review delivery options for cultural services which would establish a management model which seeks to build on the ambitions laid out in the Paisley Heritage Strategy.

1.3.

The work undertaken has taken account of the experience of other local authorities in management options for their cultural services. The work has also considered the opportunity that exists within Renfrewshire to build on the success of the existing Leisure Trust and at the same time deliver economies of scale and the opportunity for a more efficient and joined up delivery model across cultural and leisure services.

1.4.

The Council Plan, A Better Future, A Better Council, also outlined the organisation’s improvement agenda, set against a landscape of significant pressure on public finances. Therefore, to achieve positive outcomes and to deliver the best for communities and citizens, the council will need to develop new ways of delivering services with a strong focus on prevention and partnership working. To do well in delivering the right outcomes, all aspects of council operations, our people, processes, assets and technologies – need to be focused on delivering the things that matter in Renfrewshire.

1.5.

A project team of officers from across council services has undertaken a review that considered three potential delivery options for culture and leisure services. These options were:  Do nothing – status quo;  Create a new Cultural Trust (ALEO) with charitable status to deliver cultural services; and  Broaden the remit or Renfrewshire Leisure Ltd (RLL)

1.6.

The review considered experience drawn from other organisations set up to deliver some or all of the services being considered for more integrated management options and compared and measured them using five key measurement criteria as recommended in the latest Audit Scotland report on arms length external organisations. These criteria consider: finance; performance; risk; governance; and best value.

Page 2 of 13

1.7.

The work undertaken during this review process suggests that from a legal, financial and service improvement basis the extension of the remit of RLL offers the council a structure and robust organisation to positively drive change and best value in the delivery of its cultural and leisure assets.

1.8.

It is proposed that a consultation be carried out with all relevant stakeholders to broaden the current leisure trust (RLL) to deliver the council’s cultural and leisure services, specifically those delivered through its cultural and leisure portfolio of libraries, town halls, art centre, museums, sports pitches, and sports facilities. Consideration will be given during the proposed consultation to other service areas such as sports development and active schools. During the course of the consultation officers will undertake further due diligence to test the assumptions and high level information set out in this report and to develop a comprehensive business plan.

1.9.

The management and delivery of pre-5 services, schools and additional support provisions remain within the proposed new education and social work executive directorate which is the subject of a separate council report.

___________________________________________________________________ 2.

Recommendations

2.1.

Council is asked to consider this report and: (i) agree to consult with stakeholders, employees and trade unions on the potential broadening of the remit of RLL to manage all culture, sports facilities and services on behalf of the council, on the basis set out in the attached appendix. (ii) authorise the chief executive to prepare a full business case for an expanded trust, including the development of a framework which would define the council’s requirements, and the management and monitoring arrangements necessary to ensure best value.

___________________________________________________________________ 3.

Background

3.1.

Renfrewshire Council plays a major role in supporting culture both through direct investment in local groups and activity and through ownership and management of key local cultural assets such as libraries, archives, museums, town halls and the arts centre. The development of a Renfrewshire cultural strategy has played a key role in developing the shared vision for cultural services. It is recognised that we can make a significant positive contribution to the lives of Renfrewshire residents through encouraging their involvement in cultural services. Key outcomes identified include improved health and wellbeing of local people; increased numbers of people engaged in cultural activities; and an increased integration of learning opportunities in the delivery of cultural services.

3.2.

The Paisley Town Centre Asset Strategy outlines the value Paisley’s unique heritage has to offer, much of which lies largely undiscovered. Heritage, Page 3 of 13

character and story draw people together, strengthening community capacity and play an important role in the economic regeneration of the Town Centre. The historical assets together with a consideration of more contemporary cultural activities, such as culture and performance arts, hold potential to attract additional visitors and increased spend. The focus is therefore to harness this potential and prepare a realistic deliverable and integrated asset strategy that plans a route to regenerate and revitalise the town centre. 3.3.

The economy and jobs policy board at its meeting on 29 January 2014 agreed that consideration be given to appropriate vehicles for managing cultural and heritage assets and delivering cultural services.

3.4.

This report proposes the broadening of the remit of the current leisure trust (RLL) to deliver the council’s cultural and leisure services, specifically those delivered through its cultural and leisure portfolio of libraries, town halls, art centre, museums, sports pitches, sports facilities, sports development and active schools services.

3.5.

The proposal to broaden the leisure trust remit offers an opportunity to create a new organisation with greater focus and emphasis on promoting access to heritage assets and increasing the participation of Renfrewshire’s residents in cultural activities. The evidence from elsewhere shows much can be achieved if the organisation is widely supported and valued from the outset and it can secure the backing of the community and can adapt to new opportunities.

3.6.

The consideration of the extension of services being delivered by a Trust comes at a time when local government is facing some of its toughest challenges ever. The financial constraints facing the public sector are well documented. Within the council it is estimated that between £20m - £30m will require to be saved over the next three years. Careful consideration needs to be given between maintenance of essential services that ensure the safety and wellbeing of individuals alongside the wider need to ensure that the area continues to thrive, providing a place that is attractive to investors and has a good range and quality of services to ensure that everyone has the opportunity to fulfil their potential.

3.7.

In the development of this report, experience has been drawn from other organisations set up to deliver some or all of the services that are being considered for more integrated management options. Organisations have been created across the UK and while there are some common characteristics each has been finely tuned to meet local needs and to incorporate elements reflective of the organisation’s previous history and its future vision and aspirations. In Scotland 24 of the 32 local authorities have established a Trust or separate non profit distributing company to manage elements of their sports, leisure and cultural provisions.

3.8.

Renfrewshire Council established a Trust in 2003, Renfrewshire Leisure Ltd (RLL), to manage its indoor sport and leisure facilities. Over the last eleven years this organisation has grown significantly in terms of: the assets it manages; turnover; and job creation. Over this period there has been extensive growth in the number of people participating in health and fitness programmes and using fitness gyms. This has allowed RLL to significantly contribute to the council’s objectives of improving the health and wellbeing of local people. Page 4 of 13

3.9.

The success of RLL shows that much can been achieved from the trust model. It can adapt to new opportunities with new partners and funders and can make an even greater contribution to the fulfilment of the council’s goals. The financial benefits that can accrue to the council are significant. However, the real prize is an organisation that protects and enhances community facilities and services.

3.10. Over the last few years a number (11 in Scotland) of local authorities have opted to extend the remit of their already established Leisure Trusts to include other services including cultural services, outdoor recreation, community facilities etc. These councils are now reporting the many benefits that have been achieved for their communities. Examples include:      

Increased organisational flexibility; Inclusive Access – one leisure and culture card integrating library, leisure, arts etc; Opportunities for cross selling of services eg, every mother using library looking for fitness class, every child needs to learn to swim; Leisure centres being used to return library books; Cross marketing opportunities; and Greater procurement opportunity for the organisation.

4.

Current Position

4.1.

Currently 

Education and leisure services deliver cultural services which consists of museums, libraries, town halls, arts development and the arts centre. Sports services consists of sports development and active schools and the community learning development services consists of adult learning and youth services.



Community resources has responsibility for the bookings, management and maintenance of all non education grass pitches and playing fields, Barshaw golf course and synthetic pitches at KGV, Glennifer High, St Andrew’s Academy and Gryffe High School.



Renfrewshire Leisure has responsibility for the management of sports centres, swimming pools, outdoor synthetic facilities at Seedhill and Ralston, the community sports hub at Johnstone High School and the community access on evenings and weekends at Parkmains Sports Complex.

4.2.

The council currently has a successful partnership with RLL which has seen a growth in attendances at its sports and leisure centres from 1.2m to 2.0m visits per annum, an increase of 66%. Leisure facilities are also available for an additional 58 hours per week against that agreed at the point of transfer and recently the management of community access at Johnstone Community Sports Hub and Park Mains Sports Complex has resulted in an increase in access and participation for local users.

4.3.

RLL have also delivered some significant financial and economic benefits. Income has increased by 270% since 2006 with the council’s service payment Page 5 of 13

representing 37% of the organisation’s budget compared to 64% at the point of transfer. RLL has a strong history of working closely with the council in the development of strategy and policy, such as assisting in the development and delivery of the leisure investment programme, sports strategies and playing a role in regeneration and the economy through the creation of jobs. In the past five years RLL has created 60 new jobs and has participated fully in the Invest in Renfrewshire programme and many other employment and education programmes. 5.

Options

5.1.

The review considered three delivery options for cultural and leisure services. These options have been compared and measured using five key measurement criteria as identified within the latest Audit Scotland report on arms length external organisations published in June 2011 “(ALEOs): Are You Getting it Right?” These criteria are: financial; performance; risk; governance; and best value.

5.2.

The three options which have been considered as part of this report will be more fully developed as appropriate during the next phase: i.

Do nothing – status quo

ii.

Create a new Cultural Trust (ALEO) with charitable status to deliver cultural services.

iii.

Extend the existing Renfrewshire Leisure Ltd and use its charitable status to deliver all cultural services in addition to leisure services.

5.3.

The analysis of options included relevant financial, legal and operational data which allowed for assessment of each option ensuring issues such as risk, governance etc can be measured against each option in an equitable manner.

5.4.

In determining which of the three options offer the best opportunity to deliver the project objectives, a weighting and scoring approach was adopted and applied to measure the delivery of each option against the criteria detailed in paragraph 5.1 above.

5.5.

A scoring and weighting scale of 0-5 was utilised, where a rating of 0 refers to a complete failure to deliver an objective, while 5 would indicate that an option fully delivers an objective. The scoring system has been reviewed by external consultants “Creation” and internally assessed by the project team.

5.6.

Options Scoring Analysis Option 1, the “do nothing” option scored lowest within three criteria of financial performance and risk. This option was equal to options 2 and 3 in relation to governance and best value. With the key drivers of this review being to provide better service performance and financial savings, this option scored lowest overall and is therefore deemed the least attractive option open to the council Option 2, creating a new stand–alone cultural trust scored marginally less, across all five criteria, than option 3. The greatest differences within this option and the others fell within best value and governance. The best value Page 6 of 13

score was low in relation to outstanding procurement and longer timescales in delivering this option. In relation to financial, risk and performance criteria, key issues which scored this option less than option 3 were greater timescales and complexities in relation to pension transfer, less beneficial; VAT treatment; and the risk associated with a new body not receiving charitable status. Option 3, scored highest across all criteria in terms of greater financial savings; better performance opportunity; lowest risk; fit for purpose Governance and best value for money. 5.7.

A risk analysis was also undertaken which concluded that option 1 would carry the greater risk to the council in terms of performance improvement and financial savings. It was comparable to option 2 in all other criteria. Option 2 offered a very slightly lower risk to the council when compared to the “do nothing” option. It was of greater risk compared to option 3 within the areas of risk and performance, particularly in relation to governance negotiations with the council, and the ability to deliver performance improvements from a new start position as opposed to option 3’s existing performance management structure. Option 3 offered the lowest risk to the council extending the remit of RLL to include cultural services. It scored lowest across all five criteria and in particular within the areas of financial, performance and risk.

6.

Legal Framework and Governance

6.1.

The establishment of the new service delivery arrangements requires compliance with the relevant statutory and regulatory frameworks. Burness Paull LLP were appointed by the council to provide external legal support. Specifically, Burness Paull were asked:

6.2.



To provide a high-level analysis of certain key legal issues to be considered in relation to options 2 and 3 – that is, vires (legal capacity), procurement and state aids;



To carry out a due diligence title examination in relation to properties which may be in scope (excluding for this purpose, those properties already utilised for the existing operations of RLL) under option 2 or 3 and to provide detailed reports on the titles relating to each of such properties as well as a summary report: and



To consider the potential legal models for option 2 or option 3.

Key Legal Issues 

Vires – Burness Paull are satisfied that there are no major obstacles, from a vires perspective, in relation to pursuing either option 2 or option 3.



Procurement – In relation to option 2, providing the new trust is structured with the council as sole member (or with an additional council nominee company as the second member, in the case of a Scottish charitable incorporated organisation (“SCIO)) and with all Page 7 of 13

trustees being appointed by the council, this – in conjunction with an appropriately structured services agreement – should ensure Teckalcompliance; and therefore the services agreement could be entered into between the council and the new trust without having to follow a procurement process. The same principle applies in relation to option 3 – that is to say, if option 3 is to be pursued, RLL should be re-structured such that it becomes a company limited by guarantee with the council as sole member as an essential precondition of extending its remit to include the delivery of cultural and heritage services, and if that is done Burness Paull are of the opinion that a procurement process would not be required.

6.3.



State aids – Providing the services agreement between the council and the new trust (option 2) or RLL (option 3) is structured in a manner which reflects the Altmark principles (including the level of payments under the services agreement being similarly in line with these principles), Burness Paull considered that the risk of a successful challenge to the arrangements by reference to state aid principles is low.



Due Diligence of Titles- although there remains a small number of properties for which the review is not complete the review of the titles has so far not brought to light any issues which are insurmountable in the context of the project. However, there are a number of matters that will need to be worked through including common good, the registering of leases over properties based on historic royal charters, some boundary and access issues, whether some existing leases will require to be varied and compliance with grant conditions.



Potential legal models- the recommended models for the trust should option 2 be chosen would be either a company limited by guarantee with charitable status or a Scottish Charitable Incorporated Organisation (SCIO) with the company limited by guarantee being slightly preferred. Should option 3 be progressed the recommendation would be to restructure RLL as a company limited by guarantee.

Property aspects Burness Paull have carried out a title examination in respect of 51 properties which are within scope under either option 2 or option 3 (disregarding for this purpose, those properties which are used for delivery of RLL’s current operations). 

Burness Paull have identified 18 properties as being affected by common good or analogous provisions and this would need to be developed as part of the next phase of the project:



Two playing fields are subject to use restrictions, such that the grant of leases to a new trust (option 2) or to RLL (option 3) might require the consent of Fields in Trust;

Page 8 of 13



Two libraries are occupied under leases to the council and landlord’s consent would be required in respect of any sub-lease to be granted by the council to a new trust (option 2) or to RLL (option 3)

7.

Financial Case

7.1.

The Financial Outlook (2014/15 to 2017/18) report, noted by council on 4 December 2013, outlined in detail the scale of the financial challenge the council faces in the medium terms; with a budget saving estimated of around £20 - £30 million likely to be required in the period to 2017/18. The council is currently considering a number of proactive ways in which to address the budget deficit, including identifying opportunities to maximise cultural and leisure service delivery arrangements and to deliver potential savings through the development of a trust. As this stage, preliminary analysis of the potential savings that may be achieved are being considered alongside identification of any residual and/or additional set up costs that may arise through the development of a separate trust or extension of the present Renfrewshire Leisure trust to deliver cultural and leisure services within Renfrewshire.

7.2.

At this stage high level financial analysis has been conducted by the project team, with independent taxation advice provided by advisors from Ernst and Young, on the potential and optimal taxation position that a charitable trust could achieve. Initial work has been carried out to identify the council budgets that fall directly within scope of the project and services that may either transfer or remain a residual cost for the council such as building maintenance, grounds maintenance and management and support services.

7.3.

Based on actual spend (by Arts and Museums, Town Halls, Libraries, Playing Fields, Barshaw Golf Course, Sports Development and Active Schools) during 2012/13 and 2013/14, the tax savings that may be achieved through the delivery of cultural and leisure services by a trust are potentially around £360,000 subject to satisfying OSCR requirements in respect of the trust achieving charitable status. In addition, there may be further scope to optimise tax savings and reduce operational costs through the expansion of the present RLL trust to include the services under consideration, subject to RLL Board agreement to extend the scope of the RLL trust and to make any necessary adjustments to the legal entity of the trust.

8.

Employment

8.1.

Given the nature of the services being considered for transfer and their focus on service delivery, one of their key assets are our employees. Any new organisation would require to demonstrate a strong public service ethos but it will also be necessary for any employees transferring to have the opportunity to develop new skills which will assist in promoting and developing the services for the community.

8.2.

The Transfer of Undertakings (Protection of Employment) Regulations 2006 (s1 2006/246) (TUPE 2006) is the main piece of legislation governing the transfer of an undertaking, or part of one, to another. The regulations are designed to protect the rights of employees in a transfer situation enabling them to enjoy the same terms and conditions, with continuity of employment, as formerly. TUPE 2006 is often referred to as TUPE or the TUPE Page 9 of 13

regulations. On 31 January 2014, certain amendments to TUPE came into force under the Collective redundancies and Transfer of Undertakings (Protection of Employment)(Amendment) Regulations 2014 and would apply to: 

Option 2 – Creation of a new ALEO cultural trust with charitable status to deliver all cultural services.



Option 3 – Adapting the existing Renfrewshire Leisure Ltd and use this charitable trust to deliver all cultural services in addition to leisure services.

In general, the regulations ensure that the employees are not disadvantaged when they move employers and that the appropriate rights and obligations are met in terms of the transfer.         8.3.

Employee Information Terms and Conditions Redundancy Pensions Policies and Procedures Trade Unions/Employee Engagement Inquiries, Dispute and Litigation Other HR/OD considerations

Following consultation with Strathclyde Pensions Fund, the following advice was provided: Option 2 Apply (at its own cost) to enter into an admission agreement with Glasgow City council as the administering authority of the Strathclyde Pensions Fund (“the Local Government Scheme”) constituted under the Local Government Pensions Scheme in terms of the Local Government (Scotland) Regulations 1998 (as amended) (“the Regulations”) and use best endeavours to obtain admission body status in terms of such regulations with effect from the date of transfer. Option 3 Renfrewshire Leisure currently has admitted status to Strathclyde Pension Scheme and discussions with the pension provider has confirmed that the additional employees considered for transfer would also be admitted under this arrangement. This will ensure the protection of employee pension benefits.

8.4.

A full consultation process will be required with employees and their representatives on the proposals contained in the report. HR will support service managers/project leader in the formal and informal consultation process and will assist in the co-ordination of staff engagement and communication. The consultation process will include recognised trade unions for all employee groups who may be affected by any potential transfer and where appropriate, employee representatives. A consultation plan is attached as an appendix to this report. Page 10 of 13

___________________________________________________________________

Implications of this report 1.

Financial Implications As indicated in the report it is anticipated that there will be significant savings associated with the proposed option 3 extension of RLL to operate as a Culture and Leisure Trust mainly from the reduction in payment of national non-domestic rates, more favourable treatment of VAT.

2.

HR and Organisational Development Implications The report recognises that there are staff resource implications from the proposals within the report. A full staff consultation process will be developed and all staff transferring will be protected under Transfer of Undertakings (TUPE) Regulations.

3.

Community Plan/Council Plan Implications

4.

Children and Young People

- The potential for the development of a more cohesive sport, leisure and culture programme for our communities has the potential to positively impact on physical, emotional and mental health and wellbeing of children and young people.

Community Care, Health and Well-being

- Further explanation and cross selling of services to improve health and wellbeing could be achieved.

Empowering our Communities

- The report outlines the potential to build on the already strong relationship between the council and local organisations and communities.

Greener

- The potential development of the pitches, playing fields and golf courses under the new organisation would fundamentally contribute to the attractiveness and variety of these facilities.

Jobs and the Economy

- Renfrewshire Leisure Ltd has a proven track record of working with Invest in Renfrewshire to ensure local people are in the best position to gain employment in its services. This commitment would continue and potentially grow through the extension of the organisation and the development of cultural services within the new organisation.

Legal Implications The transfer of significant areas of work from council to a third party requires consideration of procurement, titles, leases and development of a transfer Page 11 of 13

agreement and service level agreement which fully protect the council, the assets and the collections. It would be necessary to establish a new organisation to implement option 2 and the existing RLL would require to be restructured to implement option 3. 5.

Property/Assets Implications The report recommends the transfer of town halls, libraries, the Arts Centre, football pitches, pavilions and Barshaw Golf course. All title searches have been completed as detailed in Section 6.4 of the report. Consideration of the type and duration of the leases will be given and reported to council.

6.

Information Technology Implications The new organisation would develop a Service Level Agreement with Renfrewshire Council for the maintenance and development of ICT.

7.

Equality and Human Rights Implications The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. A full impact assessment will be carried out during the consultation period.

8.

Health and Safety Implications None.

9.

Procurement Implications Structuring the organisation with the Council as sole member should ensure Teckal compliance therefore representing a reasonable basis from the perspective of procurement law.

10.

Risk Implications The development of an implementation planning process would seek to identify risks and mitigating strategies for the delivery of the proposals.

11.

Privacy Impact A privacy impact assessment will be carried out during the consultation process.

12.

COSLA Policy Position In 1996 the Accounts Commission and COSLA published a Code of Guidance in relation to the implications for control and accountability arising from the use of ALEO’s. There were six principles set out, and despite changes in legislation since 1996 these six principles remain relevant today have been followed in the preparation of this report.

List of Background Papers (a) Background Paper 1: Paisley Town Centre Heritage Asset Strategy paper 29 January 2014

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The foregoing background papers will be retained within ELS for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Robert Naylor, director of education and leisure services, 0141 618 7195, [email protected] ___________________________________________________________________

Education and Leisure Services RN 18 June 2014

(Author: Robert Naylor, Director of Education and Leisure Services, 0141 618 7195)

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Appendix Table 1

Employee Consultation

Who

Start By

Complete By

Staff (RC & RLL)

30 June

31 Oct

Trade Unions (detail all)

30 June

31 Oct

30 June

4 July

Strathclyde Pension Authority

Comments  Following board approval issue letter to all affected staff; including outline of preferred option, consultation period/process and application TUPE transfer.  Following board approval meet appropriate Unison rep and Manual TU Spokesperson to advise board decision and outline of preferred option, consultation period/process and application TUPE transfer.  Advise of board decision and commence discussions on requirements for the admissions process.

Page 1 of 3

Table 2

Stakeholder Consultation for Cultural Services Review

Who

Start by

Complete by

Renfrewshire Leisure Ltd

26/6/14

23/10/14

OSCR

July 14

October 14

HMRC

July 14

October 14

Strathclyde Pension Authority

August 14

October 14

Sport Scotland

August 14

October 14

August 14

October 14

August 14

October 14

August 14

October 14

Creative Renfrewshire Network Engage Renfrewshire

Community Health Partnerships

Comments  Initial meeting to secure agreement in principle  Continue discussions to secure final agreement  Share local knowledge and expertise in trust operations and identify key areas for leisure consultation  Further formal discussions likely 21/8 & 23/10  Initial meeting to discuss requirements to satisfy OSCR in respect of the trust achieving charitable status and secure agreement in principle  Continue discussions to secure final agreement  Initial meeting to secure agreement in principle re the development of an appropriate B/NB/PE calculation with HMRC. A number of methods will be explored to ensure that the most appropriate is used. Discussions will seek to agree the treatment with HMRC from the outset.  Continue discussions to secure final agreement  Continue discussions on delivery options for cultural & leisure services and requirements for the admissions process  Discuss “Active Schools” delivery intentions  Identify key areas for leisure consultation  Share local knowledge and expertise in engagement cultural services  Share local knowledge and expertise in engagement within the localities  Discuss consultation and potential for the development of a more cohesive sport, leisure and culture programme for our communities to positively impact on physical, emotional and mental health and wellbeing  Discuss how cross selling of services to improve health and wellbeing could be achieved.

Page 2 of 3

Local Area Committees

August 14

October 14

Community Councils

August 14

October 14

Creative Scotland

August 14

October 14

August 14

October 14

August 14

October 14

August 14

October 14

 Discuss potential to build on the already strong relationship between the council and local organisations and communities.  Discuss consultation and potential for the development of a more cohesive sport, leisure and culture programme for our communities to positively impact on physical, emotional and mental health and wellbeing  Discuss how improved health and wellbeing could be achieved.  Discuss potential to build on the already strong relationship between the council and local organisations and communities.  Discuss consultation and potential for the development of a more cohesive sport, leisure and culture programme for our communities to positively impact on physical, emotional and mental health and wellbeing  Discuss how improved health and wellbeing could be achieved.  Share local knowledge and expertise in engagement cultural services  Share local knowledge and expertise in engagement cultural & heritage services  Discuss “golf course delivery intentions and seek advice on possible strategies for growth potential  If required legally, liaise & inform re intentions

August 14

October 14

 Discuss thoughts with extensive service user

August 14

October 14

August 14

October 14

 Discuss thoughts with extensive service user  Discuss consultation and potential for the development of a more cohesive sport, leisure and culture programme for our communities to positively impact on physical, emotional and mental health and wellbeing  Discuss how improved health and wellbeing could be achieved.  Continued discussion through existing meeting schedules to inform and involve

Scottish Natural Heritage Scottish Golf Union Fields in Trust University of West of Scotland West College Head Teacher’s Educ SLT, Extended SLT

Indicative list of intended consultation – other stakeholders will arise and be included in due course

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